  

22

dda a
  a d
c  2

  
 
  
a c  
 ad   
  c 
 a  
  
 
ca 
a  
dc  
dc a  
aa  
a a 
a 
ad aa  
  a   
aac  
  
ca ad a a 
aa  
ca a  
a ac 
ac ad  


  a d
c  2

 IKEA is a privately-held, international home products retailer

that sells flat pack furniture, accessories, and bathroom and
kitchen items in their retail stores around the world. The
company, which pioneered flat-pack design furniture at
affordable prices, is now the world's largest furniture retailer.

IKEA was founded in 1943 by 17-year-old Ingvar Kamprad

in Sweden and it is owned by a Dutch- registered foundation
controlled by the Kamprad family. The company which was
originated in Småland, Sweden, distributes its products
through its retail outlets. As of August 2009, the chain has
301 stores in 37 countries, most of them in Europe, North
America, Asia and Australia.



The IKEA Concept

began when Ingvar
Kamprad, an
entrepreneur from
the Småland
province in southern
Sweden, had an
innovative idea. In
Småland, although
the soil is thin and
poor, the people
have a reputation for
working hard, living
frugally and making
the most out of
limited resources.
So when Ingvar
started his furniture
business in the late
1940s, he applied
the lessons he
learned in Småland
to the home
furnishings market.
Ingvar's innovative
idea was to offer
home furnishing
products of good
function and design
at prices much lower
than competitors by
using simple cost-
cutting solutions that
did not affect the
quality of products.
Ingvar used every
opportunity to
reduce costs, and he
scraped and
saved in every way possible - except on ideas and quality. The name IKEA
comes from the initials of
Ingvar Kamprad, I and K, plus the first letters of Elmtaryd


  a d
a of the farm and village where he grew up.

n
d

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
  a d
c  2

Despite its Swedish roots, IKEA is owned and operated

  by a complicated array of not-for-profit and for-profit
corporations. The IKEA corporate structure is divided
into two main parts: operations and franchising.
Most of IKEA's operations, including the management
of the majority of its stores, the design and
manufacture of its furniture, and purchasing and supply
functions are overseen by INGKA Holding, a private,
for-profit Dutch company. Of the IKEA stores in 36
countries, 235 are run by the INGKA Holding. The
remaining 30 stores are run by franchisees outside of
the INGKA Holding.

INGKA Holding is not an independent company, but is

wholly owned by the Stichting Ingka Foundation, which
Kamprad established in 1982 in the Netherlands as a
tax-exempt, not-for-profit foundation. The Ingka
Foundation is controlled by a five-member executive
committee that is chaired by Kamprad and includes his
wife and attorney.

While most IKEA stores operate under the direct

purview of Ingka Holding and the Ingka Foundation,
the IKEA trademark and concept is owned by an
entirely separate Dutch company, Inter IKEA Systems.
Every IKEA store, including those run by Ingka
Holding, pays a franchise fee of 3% of the revenue to
Inter IKEA Systems. The ownership of Inter IKEA
Systems is exceedingly complicated and, ultimately,
uncertain. Inter IKEA Systems is owned by Inter IKEA
Holding, a company registered in Luxembourg. Inter
IKEA Holding, in turn, belongs to an identically named
company in the Netherlands Antilles that is run by a
trust company based in Curaçao. The owners of this
trust company are unknown (IKEA refuses to identify
them) but are assumed to be members of the Kamprad
family.

In Australia, IKEA is operated by two companies.

Stores located on the East Coast including
Queensland, New South Wales, and Victoria are
owned by INGKA Holding. Stores elsewhere in the
country including South Australia and Western
Australia are owned by Cebas Pty Ltd. Like elsewhere,
all stores are operated under a franchise agreement
with Inter IKEA Systems.

  

The IKEA vision, business idea and market positioning

statement provide a framework for all IKEA marketing


  a d
communicat ple." To meet this vision
ion IKEA provides many
worldwide. well-designed, functional
T products for the home. It
h prices its products low
e so that as many people
I as possible can afford to
K buy them.
E
A However, in creating low
prices IKEA is not willing
v
to sacrifice its principles.
i
‘Low price but not at any
s
price’ is what IKEA says.
i
This means it wants its
o
business to be
n
sustainable. IKEA
is
supplies goods and
"
services to individuals in
T
a way that has an
o
overall beneficial effect
c
on people and the
r
environment. Customers
e
all over the world have
a
responded positively to
t
IKEA’s approach.
e
a The business idea is "To offer wide range of well designed, functional home
b furnishing products at
e prices so low that as many people as possible will be able to afford
tt them."
e The market positioning statement is "Your partner in
r better living. We do our part, you do yours. Together
e we save money."
v
e
r
y
d
a
y
lif
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f
o
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h
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a
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
  a d
c  2

   The IKEA Concept is based on offering a wide range of
well designed, functional home furnishing products at
prices so low that as many people as possible will be able
to afford them. Rather than selling expensive home
furnishings that only a few can buy, the IKEA Concept
makes it possible to serve the many by providing low-
priced products that contribute to helping more people live
a better life at home. The IKEA Concept guides the way
IKEA products are designed, manufactured, transported,
sold and assembled. All of these factors contribute to
transforming the IKEA Concept into a reality.

 

Fundamental activities such as eating, sleeping, storing

items, socialising and so on create a demand for furniture
and practical products that solve essential human needs.
The IKEA product range meets these needs by offering a
wide range of well-designed, functional home furnishing
products at prices so low that as many people as possible
will be able to afford them. The IKEA range includes
products for every part of the home.

Low Price Function Design Uniquely IKEA

1. Design- While most retailers use design to justify

a higher price, IKEA designers work in exactly the
opposite way. Instead they use design to secure
the lowest possible price. IKEA designers design
every IKEA product starting with a functional need
and a price. Then they use their vast knowledge of
innovative, low-cost manufacturing processes to
create functional products, often co-ordinated in
style. Then large volumes are purchased to push
prices down even further. Most IKEA products are
also designed to be transported in flat packs and
assembled at the customer's home. This lowers
the price by minimising transportation and storage
costs. In this way, the IKEA Concept uses design
to ensure that IKEA products can be purchased
and enjoyed by as many people as possible.
2. Function- The many people have many needs.
They live with kids. They need more storage. They
have to make the most out of a small space. So
IKEA designers are always seeking new ways to
improve people's lives - without emptying their
wallets. But how can good design and function be
combined with good quality, all at a low price? It

  a d
s e finish on the back of a shelf or under a table-top
t improve the function? Absolutely not. So IKEA
a designers do not do it, because a product is of no
r use to the customer if it is not affordable.
t 3. Low Price- Low price is a prerequisite for the IKEA
s Concept to realise the IKEA vision - "to create a
better everyday life for the many people". As the
w IKEA Concept aims to serve "the many people",
i the IKEA product range needs extremely low price
t levels. IKEA designers do their part to keep prices
h low by using production capabilities from other
areas in unique and previously unimagined ways -
f like having a shirt factory produce furniture
o upholstery. Or using leftover materials from the
c production of one product to create an entirely new
u one. IKEA customers also contribute to keeping
s prices low. They select and pick up the products
i themselves, transport them home and then
n assemble them themselves. And they can enjoy
g them already later that day.

o
n

w
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a
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s

i
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p
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t
.
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il
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
  a d
c  2

 



IKEA stores are usually very large blue buildings with few windows and
yellow accents. They are designed around a "one-way" layout which
leads customers along "the long natural way." This layout is designed to
encourage the customer to see the store in its entirety (as opposed to a
traditional retail store, which allows a consumer to go right to the section
where the goods and services needed are displayed) although there are
often shortcuts to other parts of the showroom.

T
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
  a d
tu s
re m
sh a
o l
wr l
oo e
m r
s
m i
ak t
in e
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no s
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of (
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le a
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ed k
ite e
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s.
T H
he a
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th l
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cu .
st
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m h
er e
co n
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ct t
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elf h
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ar
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ou u
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fo n
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
  a d
tu oducts in flat pack
re form. Sometimes
w they are directed to
ar collect products
eh from an external
ou warehouse on the
se same site or at a
(S site nearby. Finally
elf they take their
S products to the
e cashier's station to
r make payment.
v Newer IKEA stores,
e make more use of
) glass, both for
aesthetic and
w functional reasons.
h Skylights are also
e now common in the
r Self-serve
e warehouses. More
natural light
t reduces energy
h costs, improves
e worker morale and
y gives a better
impression of the
c product.
o
l Whilst the original design
l involved the warehouse on
e the lower level and the
c showroom and
t marketplace on the upper,
today most stores globally
p have the Showroom
r upstairs with the
e marketplace and
v warehouse downstairs.
i Additionally, some stores
o are single level. Some
u stores maintain separate
s warehouses to allow more
l stock to be kept on-site at
y any given time, although
this occasionally results in
n challenges in finding the
o items, as well as a
t perception of having to
e queue in line twice.
d Single-level stores are
found predominantly in
s areas where the cost of
h land would be less than
o the cost of building a 2-
w level store – examples
r include the store in
o Saarlouis, Germany and
o Haparanda, Sweden.
m Some stores also have
dual level warehouses and
p machine controlled silos
r which allow large

  a d
qu t
an h
titi e
es
of c
st a
oc s
k h
to i
be e
ac r
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ss .
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ss ,
ell
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M e
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
  a d
c  2



The vast majority of IKEA stores are located outside of city centres, primarily because of land cost
and traffic access. Several smaller store formats have been unsuccessfully tested in the past (the
"midi" concept in the early 90s, which was tested in Ottawa and Heerlen with 9,300 m2, or a
"boutique" shop in Manhattan).



1. Timings- An important feature of many IKEA stores is their long opening hours. Many IKEA
stores are in operation 24 hours a day with restocking and maintenance being carried out
throughout the night. However, public opening hours tend to be much longer than most other
retailers, with stores open well into the evening in many countries. In the UK for example,
almost all stores are open past 8pm with opening times often around 9-10am. Ikea Croydon
has one of the longest opening hours worldwide being open from 10am 12 Midnight Monday
to Friday.

2. Restaurants- Many stores include restaurants

serving traditional Swedish food such as
potatoes with Swedish meatballs, cream sauce
and lingonberry jam, although there are
variations. Besides these Swedish staples, hot
dogs and drinks are also sold, the latter for
around 5 SEK (approx $1 USD), along with a
few varieties of the local cuisine, and
beverages such as lingonberry juice. Also
items such as Prinsesstårta — Princess cake
are sold as desserts. Refills of coffee, tea, and
soft drinks are free of charge, even in countries
where this is uncommon in other restaurants.

3. Grocery Store- Many stores also have a mini-

shop selling Swedish-made, Swedish-style groceries,
such as Swedish meatballs, packages of gravy and
various Scandinavian cookies and crackers, as well as
salmon and salmon roe.

4. Child Care- Many stores have a play area, named

Småland, for children aged 3 to 10 years (may
vary). The service is offered completely free of
charge. Parents drop off their children at a gate to
the playground, and pick them up after they arrive
at another entrance. Parents are also given free
pagers by the on-site staff; the staff will set off these
pagers should a child need his/her parents sooner
than expected. The area mostly features things
such as slides, seesaws, cartoons, a ball pit, etc.


  a d
c  2



Much of IKEA's furniture is designed to be

assembled by the consumer rather than being sold
pre-assembled. IKEA claims this permits them to
reduce costs and use of packaging by not shipping
air; the volume of a bookcase, for example, is
considerably less if it is shipped unassembled
rather than assembled. This is also a practical point
for many of the chain's European customers, where
public transport is commonly used; the flat-pack
distribution methods allow for easier transport via
public transport from the store to a customer's
home for assembly.

IKEA contends that it has been a pioneering force

in sustainable approaches to mass consumer
culture. Kamprad refers to the concept as
"democratic design," meaning that the company
applies an integrated approach to manufacturing
and design. In response to the explosion of human
population and material expectations in the 20th
and 21st century, the company implements
economies of scale, capturing material streams and
creating manufacturing processes that hold costs
and resource use down, such as the extensive
use of particle board. The intended result is
flexible, adaptable home furnishings, scalable
both to smaller homes and dwellings as well as
large houses. IKEA has also expanded their
product base to include flat-pack houses, in an
effort to cut prices involved in a first-time buyer's
home

 
IKEA products are identified by single word names. Most of the names are Swedish in origin.
Although there are some notable exceptions, most product names are based on a special naming
system developed by IKEA in conjunction with Colin Edwards (international naming expert and
furniture enthusiast).

 Upholstered furniture, coffee tables, rattan furniture, bookshelves, media storage, doorknobs:
Swedish placenames (for example: Klippan)
 Beds, wardrobes, hall furniture: Norwegian place names
 Dining tables and chairs: Finnish place names
 Bookcase ranges: Occupationss
 Bathroom articles: Scandinavian lakes, rivers and bays
 Kitchens: grammatical terms, sometimes also other names
 Chairs, desks: men's names
 Materials, curtains: women's names
 Garden furniture: Swedish islands


  a d
c  2

 Carpets: Danish place names

 Lighting: terms from music, chemistry, meteorology, measures, weights, seasons, months,
days, boats, nautical terms
 Bedlinen, bed covers, pillows/cushions: flowers, plants, precious stones
 Children's items: mammals, birds, adjectives
 Curtain accessories: mathematical and geometrical terms
 Kitchen utensils: foreign words, spices, herbs, fish, mushrooms, fruits or berries, functional
descriptions
 Boxes, wall decoration, pictures and frames, clocks: colloquial expressions, also Swedish
place names

For example, DUKTIG (meaning: good, well-behaved) is a line of children's toys, OSLO is a name of
a bed, BILLY (a Swedish masculine name) is a popular shelf, DINERA (meaning: (to) dine) for
tableware, KASSETT (meaning: cassette) for media storage. One range of office furniture is named
EFFEKTIV (meaning: efficient), SKÄRPT (meaning: sharp or clever) is a line of kitchen knives.

Because IKEA is a worldwide company working in several countries with several different languages,
sometimes the Nordic naming leads to problems where the word means something completely
different to the product. While exotic-sounding names draw attention, e.g., in anglophone countries, a
number of them call for a snicker. Notable examples include "Jerker" desk and "Fartfull" workbench.
Also, the most recent new product, Lyckhem (meaning bliss). The products are generally withdrawn,
probably after someone pointed at blunders, but not before generating some news.

Company founder Ingvar Kamprad, who is dyslexic, found that naming the furniture with proper
names and words, rather than a product code, made the names easier to remember.


IKEA publishes an annual catalogue. First published in
Swedish in 1951, the catalogue is now published in 55 editions,
in 27 languages for 36 countries, and is considered to be the
main marketing tool of the retail giant, consuming 70% of the
company's annual marketing budget.

The catalogue is distributed both in stores and by mail. Most of

the catalogue is produced by IKEA Communications AB in
IKEA's hometown of Älmhult, Sweden where IKEA operates the
largest photo studio in northern Europe at 8,000 square metres
in size. The catalogue itself is printed on chlorine-free paper of
10-15% post-consumer waste.

 
IKEA has launched a loyalty card programme called "IKEA Family." The
distinctive orange card is free of charge and can be used to obtain
discounts on a special range of products found in each IKEA store. In
particular, it gives 25% off the price of commissioned ranges of IKEA
products on presentation of the card. The card also gives discounts on
food purchased in the restaurant and the Swedish Food Market. In
conjunction with the card, IKEA also publishes and sells a printed
quarterly magazine titled IKEA Family Live which supplements the card
and catalogue. The magazine is already printed in thirteen languages
and an English edition for the United Kingdom was launched in
February 2007. It is expected to have a subscription of over 500,000.


  a d
c  2



 
The IKEA brand is the sum total of the emotional and rational
values that consumers associate with the IKEA trademark
and the reputation of our company. The brand image is the
result of over 50 years work by IKEA co-workers at all levels
all over the world.
  The overall task of IKEA marketing
communication is to build the IKEA brand and
inspire people to come to the stores. The
IKEA concept builds on a relationship with the
consumer. Nine key messages are used
within the IKEA marketing communication to
build this relationship. These are

 The IKEA concept is based

on the market positioning
statement. "We do our part"
focuses on their commitment
to product design, consumer
value and clever solutions.
By using inexpensive
materials in a novel way and
minimising production,
distribution and retail costs,
their customers benefit from
low prices.
 The IKEA product range is
developed to be extensive to
have something that appeals to
everyone and to cover all
functions in the home. The
products are modern not trendy
so they are practical enough for
everyday use.
 IKEA is the home furnishing
specialist- IKEA products are
functional and appealing; they
enable people to improve their
home life through practical
solutions to everyday
problems.
 Low price is not appealing
unless it represents good value
for money. This is where IKEA
is able to make a real
difference. IKEA is committed
to having a good relationship
with our suppliers and so we
are able to purchase good
quaility, economically produced


  a d
designs have unnecessary features,
that are they give genuine solutions
bought for specific home furnishing
in bulk needs
to keep
and are made of the most suitable materials for their
costs
purpose.
down.
 The right quality- IKEA
By
products are subjected to
making
rigorous tests to make sure that
all their
they meet national and
furnitur
international safety standards.
e flat
 Convenient shopping- The
packed
IKEA store offers "everything
they cut
under one roof", most of it
down
available for immediate take-
on
away. IKEA offers service
transpo
where they need it, but allows
rtation
customers to make most of the
and
decisions themselves. This
assemb
means that they need to make
ly
it easy to choose the right
costs.
products by displaying them
 Funct
correctly, describing them
ion -
accurately and having a simple
IKEA
returns policy.
produ
 A day out for the whole
cts
family- IKEA aim to look after
are
thier customers by planning for
based
their needs. Not only do they
on a
provide inspiration and ideas,
functi
but they also encourage people
onal
to touch, feel and use the
appro
products on display to see how
ach to
they would fit into their own
desig
home. They have new products
n.
arriving all the time, seasonal
IKEA
themes, play areas for children,
desig
special events and a great
n
value family restaurant.
mean
s  Swedish IKEA, - The key IKEA
produ messages all have their roots in the
cts Swedish origin of IKEA. Swedish
that furniture is light and fresh yet
are unpretentious. The warm welcoming
attrac Swedish style has become a model of
tive, simplicity, practicality, and informality
practi that is now world renown.
cal
and
easy
to
use.
They
don't

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c  2

   

IKEA has a long tradition in marketing communication focusing primarily on printed media which has
proven its values and success to the company over the years. Other media now being used to an
increasing degree include TV, radio, and internet based communication.

The IKEA marketing mix consists of 4 different areas of focus.

1. The IKEA product range is our starting point. All other marketing communication is used to
amplify the product range.
2. The store is the IKEA retailer’s primary medium for presenting and communicating the range,
its low price and the IKEA concept.
3. The IKEA catalogue is the main marketing tool with around 70% of of the annual marketing
budget being spent on this alone. It is produced in 38 different editions, in 17 languages for 28
countries. 110 million catalogues were circulated last year - three times higher than that of the
Bible, with 13 million of these being available in the UK.
4. The IKEA advertising, PR and other types of communication are complements to the
IKEA range; store and catalogue are used to spearhead the penetration of our target market.


Although IKEA household products and furniture are designed
in Sweden, they are largely manufactured in developing
countries to keep down costs. With suppliers in 50 countries,
roughly 2/3 of purchasing is from Europe with about 1/3 from
Asia. A small amount of products are produced in North
America. Comparatively little production actually takes place
in Sweden, though it still remains the fourth-largest supplier
country (behind China, Poland and Italy). China accounts for
about 2.5 times as much supply as Sweden. For most of its
products, the final assembly is performed by the end-user
(consumer).


For IKEA, distribution is an important part of the equation of creating home
furnishing articles at prices which are as low as possible. Today
approximately 10,000 IKEA products are manufactured by 1,600 suppliers
and transported to 186 IKEA stores around the world, often via one of the
company’s 27 centra l warehouses and distribution centres. At IKEA,
distribution is all about making the route from the manufacturer to the
customer as short as possible.

In the early days of IKEA, the “warehouse” was a shed on Elmtaryd Farm in
the south of Sweden where the founder of the company, Ingvar Kamprad,
lived with his parents. In those days products were despatched from Elmatryd
with the help of the county milk van that visited the farm each day. Things have changed a bit since
then, however. Today IKEA operates 27 distribution centres in a total of 16 countries. From here IKEA
products are delivered to 186 stores around the world – 165 IKEA Group stores and a further 21
stores operated by other franchisees.


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Large volumes + flat packs = low costs

IKEA works in various ways not only to rationalise and simplify distribution, but also to minimise the
impact this part of the business has on the environment. The secret is to calculate as exactly as
possible how many products will be needed to satisfy demand. This eliminates any unnecessary costs
for production and warehousing.

The hallmarks of IKEA distribution are:

 A global distribution network

 large volumes
 flat packages
 Low costs.

The aim, of course, is to make sure that the right products are always available at the store when the
customers wish to buy them.

Better efficiency means lower prices

The fact that IKEA products are sold packed fl at means that they can be transported with greater
efficiency. By minimising “wasted space” it is possible to transport and store more packages at a time.
And by increasing what is known as “the filling rate” in containers etc. (in other words, reducing the
amount of wasted space), the cost of transporting each item goes down. One good example of this is
HOTT kettle. Making better use of the available space by stacking some of the kettles upside down
makes it possible to fit ten kettles into a box instead of just six. As a result, less packaging materials
are needed and distribution costs are kept lower.

More deliveries by rail in future

Today 60 percent of all IKEA freight is transported by road, 20 percent by rail and 20 percent by sea.
Less than one percent is air freighted. The aim is to constantly increase the proportion of goods
transported by rail. Within the next three years 40 percent of all IKEA freight within Europe will be
moved by rail. For some years now, all the freight companies working with IKEA have been required
to provide statistics for a so called “Environmental Performance Sheet” that details how their
operations impact on the environment. This enables IKEA to keep a check on these companies’
environmental work and to monitor what measures they are introducing to reduce the use of fuel and
minimise emissions.

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   

 
The INGKA Foundation is officially dedicated to
promoting “innovations in architecture and interior
design.” With an estimated net worth of $36 billion, the
foundation is unofficially the world’s largest charitable
organization, beating out the much better known Bill and
Melinda Gates Foundation, which has a net worth of
approximately $33 billion.

Despite its enormous wealth, the Ingka Foundation

does very little charitable giving. Detailed information
about its grantmaking is unavailable, as foundations in
the Netherlands are not required to publish their records.
But IKEA has reported that in 2004-2005, the Ingka
Foundation's donations were concentrated on the Lund
Institute of Technology in Sweden, and the Lund
Institute reported the receipt of $1.7 million grants from the foundation during both of those years. By
way of comparison, the Gates Foundation made gifts of more than $1.5 billion in 2005.

Notwithstanding the Ingka Foundation's lack of concerted philanthropic activity, IKEA is involved in
several international charitable causes, particularly in partnership with UNICEF. These include:

 In the wake of the 2004 Boxing Day Tsunami, IKEA Australia agreed to match dollar for dollar
co-workers donations and donated all sales of the IKEA Blue Bag to the cause.

 After the Pakistan earthquake of 2006, IKEA gave 500,000 blankets to the relief effort in the
region

 IKEA has provided furniture for over 100 "bridge schools" in Liberia.

 In the 2008 Sichuan earthquake in China, IKEA Beijing sold an alligator toy for 40 yuan
(US$5.83, €3.70) with all income going to the children in the earthquake struck area

IKEA also supports American Forests to restore forests and reduce pollution.

Links with Education In 2008 IKEA was a supporter of the Design Wales Ffres Awards, providing a
creative brief for undergraduate design competition.

 
In September 2005 IKEA Social Initiative was formed to
manage the company’s social involvements on a global level.
IKEA Social Initiative is headed by Marianne Barner. The
main partners to IKEA Social Initiative are UNICEF and Save
the Children.

On the 23rd of February 2009 at the ECOSOC event in New

York, UNICEF announced that IKEA Social Initiative has
become the agency’s largest corporate partner, with total
commitments of more than 180 million USD.

Examples of involvements:


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c  2

 IKEA through IKEA Social Initiative contribute €1 to UNICEF and Save the Children from each
soft toy sold during the holiday seasons, raising a total of €16.7 million so far.

 IKEA Social Initiative provided soft toys to children in cyclone affected Myanmar.

 Starting in June 2009, for every Sunnan solar-powered lamp sold in IKEA stores worldwide,
IKEA Social Initiative will donate one Sunnan with the help of UNICEF.

 
In 1990, IKEA invited Karl-Henrik Robèrt, founder of The Natural Step, to address its board of
directors. Robert's system conditions for sustainability provided a strategic approach to improving the
company's environmental performance. This led to the development of an Environmental Action Plan,
which was adopted in 1992. The plan focused on structural change, allowing IKEA to "maximize the
impact of resources invested and reduce the energy necessary to address isolated issues." The
environmental measures taken, include the following:

 Replacing polyvinylchloride (PVC) in wallpapers, home textiles,

shower curtains, lampshades, and furniture—PVC has been
eliminated from packaging and is being phased out in electric
cables;

 minimizing the use of formaldehyde in its products, including

textiles;

 producing a model of chair (OGLA) made from 100% post-

consumer plastic waste;

 introducing a series of air-inflatable furniture products into the

product line. Such products reduce the use of raw materials for
framing and stuffing and reduce transportation weight and
volume to about 15% of that of conventional furniture;

 reducing the use of chromium for metal surface treatment;

 using wood from responsibly-managed forests that replant and

maintain biological diversity;

 using only recyclable materials for flat packaging and "pure"

(non-mixed) materials for packaging to assist in recycling.

 introducing rental bicycles with trailers for customers in Denmark.

More recently, IKEA has stopped providing plastic bags to customers, but
offers reusable bags for sale. The IKEA restaurants also only offer
reusable plates, knives, forks, spoons, etc. Toilets in some IKEA restrooms have been outfitted with
dual-function flushers. Most stores only offer paper plates and plastic knives, forks, and spoons. IKEA
has recycling bins for compact fluorescent lamps (CFLs), energy saving bulbs, and batteries. In 2001
IKEA was one of the first companies to operate its own cross-border freight trains through several
countries in Europe. In August 2008, IKEA also announced that it had created IKEA GreenTech, a
€50 million venture capital fund. Located in Lund (a college town in Sweden), it will invest in 8-10
companies in the coming five years with focus on solar panels, alternative light sources, product
materials, energy efficiency, and water saving and purification. The aim is to commercialise green
technologies for sale in IKEA stores within 3–4 years.


  a d
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  

  

2222
2


2




2
 2 

222222


  a d
c  2

  

 
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  


2
2
2
22
2


2
 2 


  222222

  





  2




2
2

 2


  222222

